Public Values in Special Districts: A Survey of Managerial Commitment

Special districts are increasingly important in the landscape of public organizations and now constitute about 40 percent of all U.S. jurisdictions. Yet little is known about the public value commitments of managers in special districts. This systematic study of senior managers in large special districts finds that support for public values is strong and similar to that of senior managers in cities. This study explores the effect of concomitant commitments to “businesslike” values on public values and the impact of concomitant commitments on perceived organizational outcomes. Though a positive relationship exists between commitments to public and businesslike values among senior managers, the authors find evidence that both too much and too little commitment to businesslike values has a negative impact on perceived organizational outcomes, which are furthered by strong commitment to public values. This article demonstrates that special districts are a relevant but underresearched area of public administration.     

Who Needs Leaders the Most? The Interactive Effect of Leadership and Core Self-Evaluations on Commitment to Change in the Public Sector

ABSTRACT

The purpose of this article is to shed light on an understudied topic in public administration, namely, commitment to organizational change. Specifically, this study examines the extent to which the quality of the relationship between employees and their managers positively influences employees’ commitment to change. Further, it investigates whether this relationship varies as a function of a person's core self-evaluations, that is, the valence of a person's self-regard. Evidence from a multivariate regression analysis in a public sector organization at the local level in the UK revealed that individuals who have high-quality relationships with their managers are more likely to be accepting of change; this is especially true for individuals with lower levels of core self-evaluations. Implications for theory and practice are discussed.     

Community not the Councillors: A Study of Commitment of Australian Senior Council Officers Working under a Politicised Employment Relationship

Council officers as public managers are expected to work for the community. Yet, it has been argued that council officers working under a politicised employment relationship are likely to be more committed to the elected councillors than to the community. This proposition has been examined through a survey of senior council officers across Australia and the results are presented in this article. This study develops an analytical approach which combines for the first time the multi-focus and the multiple bases of managerial commitment approaches, applies this to the case of Australian local government managers and finds that although most senior council officers perceive that their employment is politicised they remain committed to the community. Based upon these findings, it is argued that a conceptual framework utilising a combined multi-focus and multiple bases approach is more appropriate to the study of commitment of local government managers and to managers in the public sector in general than the use of either approach alone.     

Public Managers' Religiosity: Impacts on Work Attitudes and Perceptions of Co-Workers

ABSTRACT

Do public managers' religious beliefs and behaviors affect their work and their work-related attitudes? Perhaps due to the sensitive nature of this question, there is almost no empirical work on the topic. Our study uses questionnaire data (n = 765) from the National Administrative Studies Project-III to test hypotheses about the impacts of U.S. public managers' religiosity, as well as their political activity, on work attitudes. Religiosity is defined by public managers' responses about attending religious services. Political behavior is defined in terms of membership in political organizations and election groups. An application of ordinary least squares regression shows that religious public managers tend to have a stronger orientation toward job security and a more favorable view of their organization and fellow employees. Public managers are no more or less oriented to security than other respondents in the sample, but they have more negative views about their organization and fellow employees. These findings do not change when obvious controls are introduced into the model.     

Shifting Priorities: Participatory Budgeting in New York City is Associated with Increased Investments in Schools,Street and Traffic Improvements,and Public Housing

ABSTRACT

In participatory budgeting (PB), residents instead of public officials decide how public money is spent. PB may reveal that residents prioritize different investments than public officials, which could lead to more socially just spending. However, little research has examined whether and how PB shifts spending priorities. This study leverages publicly available records on New York City council districts’ capital project allocations over ten years (2009 through 2018), comparing spending within and across PB and non-PB districts. Multi-level regression models show that, on average, when council districts adopted PB, greater proportions of their discretionary capital budgets were allocated to schools, streets and traffic improvements, and public housing. PB was associated with decreases in spending on parks and recreation projects and housing preservation and development projects. The article shows that priorities shift when residents are directly involved in budgeting. Implications for equity and community well-being, and directions for future research are discussed.     

Transformation or Bureaucratization? The changing role of community representation in local strategic partnerships in England

Abstract

The debate about the need to build social capital and to engage local communities in public policy has become a central issue in many advanced liberal societies and developing countries. In many countries new forms of governance have emerged out of a growing realization that representative democracy by itself is no longer sufficient. One of the most significant public policy trends in the United Kingdom has been the involvement of community organizations and their members in the delivery of national policy, mediated through local systems of governance and management. One such policy area is urban regeneration. Central Government now requires local authorities in England to set up Local Strategic Partnerships (LSPs) to bring together stakeholders who can prepare Community Strategies and deliver social and economic programmes which target areas of deprivation. This paper reviews the key institutional processes which must be addressed, such as representation, accountability and transformation. It then investigates three very different examples of LSPs based on interviews with key representatives. The paper concludes that political commitments to community engagement in civil society are always mediated through existing institutional arrangements. Thus attempts to change deep-seated political structures and power relationships require a commitment to increase representation as well as to transform the practices and repertoires of deliberation and action.     

Managers in Governance Networks: How to Reach Good Outcomes?

ABSTRACT

There is a large amount of literature and research on network management activities. This article explores the role of network managers in governance networks. It fits into the discussion of managerial activities and their outcome. This article discusses and analyses the results of a survey that was conducted in 2006–2007 among those involved in environmental projects in the Netherlands (323 respondents, 111 of whom were managers of these projects). The respondents were asked questions about their background, trust, project characteristics, network management activities, and outcomes (both process and content outcomes). This article uses the data collected on network managers to study some of their background characteristics, the management activities they use, and project outcomes. The research shows that more experienced managers achieve good outcomes (trust and substantive outcome). However, the most important insight gained from this research is that network managers who employ a large number of management activities in the management of their network achieve good outcomes.     

Better Performance with Performance Budgeting? Analyzing Cases of Success and Failure in Public Administrations

ABSTRACT

The introduction of performance budgeting has substantially changed the working environment of public managers. Changes include a shift from input to outcome orientation as well as more freedom to manage. However, current public management theories are unable to explain why performance budgeting sometimes fails. This article proposes a causal model that integrates three contextual factors and two individual factors in order to explain the diverse results. The model is tested with cases generated from interviews with Swiss public managers. The compiled data suggests that the type of tasks in a department as an antecedent variable and the perceived freedom of public managers have a dominating influence on the perceived reform outcome. Other factors, such as the behavior of the legislature, the project management and the prior career of managers, tend to be less important. These results contribute to the scientific discourse about success factors for performance budgeting in public administrations.     

The Link Between Job Satisfaction and Organizational Commitment: Differences Between Public and Private Sector Employees

ABSTRACT

Employees in the public and private sectors experience different working conditions and employment relationships. Therefore, it can be assumed that their attitudes toward their job and organizations, and relationships between them, are different. The existing literature has identified the relationship between organizational commitment and job satisfaction as interesting in this context. The present field study examines the satisfaction–commitment link with respect to differences between private and public sector employees. A sample of 617 Greek employees (257 from the private sector and 360 from the public sector) completed standardized questionnaires. Results confirmed the hypothesized relationship differences: Extrinsic satisfaction and intrinsic satisfaction are more strongly related to affective commitment and normative commitment for public sector employees than for private sector ones. The results are discussed, limitations are considered, and directions for future research are proposed.     

A Review of: “Lessons of Disaster: Policy Change After Catastrophic Events by Thomas A. Birkland”

ABSTRACT

Managers in many public domains have to meet major challenges today, which is why it is essential to focus on their working conditions in order to develop a sustainable situation. In the present study, the aim was to explore different types of managerial situations and how they discriminate in health, motivation, and performance outcomes. Using the job demands-resources model as a framework, four demands and three resources were included in a cluster analysis in order to answer the research question. In total, 548 managers in Sweden participated, including heads of department, middle managers, firstline managers, team leaders, and functional managers. The most important finding was that the eight clusters of managerial situations that were found discriminated in a distinct way against each other regarding health, motivation, and performance. The results can be used as guidance for organizational intervention as both very satisfactory and very unsatisfactory situations are identified.     

A Whole of Government Strategy for Family Violence Reform

The Family Violence Reform strategy in Victoria is one of a number of contemporary government initiatives that have been framed within a whole of government model of policy reform. This article shows how the principles and processes of the whole of government approach were applied to the social problem of family violence. We examine the reasoning behind the adoption of this approach, what it was intended to achieve, the processes and activities that took place and stakeholders’ views about the outcomes and impact of this approach. The choice of a whole of government strategy reflected the need to address philosophical and organisational cultural differences about family violence and responses to it. Key elements were: the demonstrated commitment to reform and leadership provided by ministers, agency heads and senior managers; the involvement of community sector representatives; and the role of the Department of Planning and Community Development (DPCD).     

Does Ethical Leadership Matter in Government? Effects on Organizational Commitment,Absenteeism, and Willingness to Report Ethical Problems

Recent ethical scandals involving managers in government organizations have highlighted the need for more research on ethical leadership in public sector organizations. To assess the consequences of ethical leadership, 161 managers in a large state government agency and 415 of their direct reports were surveyed, and personnel records were obtained to measure absenteeism. Results indicate that after controlling for the effects of employee characteristics, perceptions of procedural fairness, and supportive leader behavior, ethical leadership reduced absenteeism and had a positive influence on organizational commitment and willingness to report ethical problems. Implications of the findings and suggestions for future research are presented.     

How Do Performance Gaps Affect Improvement in Organizational Performance? Exploring the Mediating Roles of Proactive Activities

Abstract

According to the extensive literature on performance gaps, the various reference points of the problem identification process affect the managerial decisions of public managers. In this article, we propose a theory about the public management decision-making processes based on the roles of proactive behaviors, specifically regarding how identifying such problems (performance gaps) leads to performance improvement. Using panel data from Korea covering 2005–2014, this analysis provides support for our assertion that not all reference points are equally important to public managers’ proactive responses; however, we find evidence supporting the importance of perceiving the external reference point of problem identification as a significant precedent for successful organizational performance. Our results also indicate that practitioners need to become involved in greater feedback processes when searching for proactive solutions that remedy poor organizational performance. This suggests that the creation of diverse and sophisticated performance feedback systems can strengthen public managers’ abilities to find solutions for organizations. Ultimately, the findings enhance our understanding of the relationship between performance gaps and performance improvement by examining the role of public managers’ proactive behaviors.     

Engaging the reluctant taxpayer

Abstract

A commitment to political neutrality means that citizens have a legitimate complaint when the coercive power of the state is used to advance some particular conception of how it is good to live. In this paper I investigate how to address this complaint in the case of public funding for the arts. There are two promising ways to justify public arts spending. First, as Thomas Nagel argues, the arts are a source of intrinsic values and so command our respect. I reject this argument because intrinsic values are not automatically political values. Second, Ronald Dworkin argues that access to the arts is required to fully participate in social life. This argument draws a connection between the arts and citizenship and so fares better in establishing a political justification for the arts. However, Dworkin relies on the special value of high art relative to popular art, which undermines the neutrality of his argument. I show that a justification can be given that does not depend on the high value of the arts. I develop an account that shows how the arts can support just relations between citizens. This account is in keeping with a liberal commitment to neutrality.     

Contrasting Views of Results-Based Management Tools from Different Organizational Levels

ABSTRACT

Do top managers view the implementation of results-based management tools differently than do lower-level workers?A total of 4,186 workers in eight state departments of revenue were surveyed about the deployment and the impacts of nine results-based management tools in their agency. The top hierarchical levels were consistently, and often dramatically, more optimistic than lower-levels. The largest differences were generally found in the assessments of worker participation, and in the assessments of the customer relations tools and cross-functional coordination tools. Follow-up interviews were used to suggest reasons for the consistent perceptual differences. Six overlapping causes were suggested by agency members: top isolation, bottom spin, different perspective ranges, inadequate communication, top selective perception, and lower level cynicism.

These findings suggest that management reformers must be prepared to bridge very large perceptual differences between levels, and a number of possible bridging approaches are discussed. The findings also suggest that survey-based public management research will often be misleading if based on surveys of just top managers.     

Designing Public Participation: Managing Problem Settings and Social Equity

Researchers suggest that inequity and disparities in public participation in the policy‐making process will go hand in hand unless public managers and community leaders are attentive to these concerns when they are designing participation opportunities. Previous research has considered how the design of participatory opportunities can address inequity, but it has provided few insights into what is behind design choices. This article provides a theoretical framework that links public managers' and community leaders' perspectives on their own political efficacy and sources of their efficacy, yielding four types of “designers.” The research hypothesizes that these types have different narratives of social equity in participation that affect their design choices. Data from more than 100 public managers and community leaders provide preliminary support for these relationships. Findings suggest that inequitable public participation will persist unless designers consider what is behind their choices, focusing first on understanding the problem setting, or their narrative of equity in public participation.     

Moving up versus moving out: Neighborhood effects in housing mobility programs

Abstract

This article suggests ways to better design, conduct, and interpret evaluations of the effects of housing mobility programs on participants, with emphasis on how to isolate neighborhood effects. It reviews earlier critiques of neighborhood effects research and discusses the key assumptions of housing mobility programs—about the benefits of affluent neighbors, the spatial organization of opportunity for the urban poor, and the meanings of “neighborhood” to residents, researchers, and policy makers.

Studying mobility contexts, especially in suburban areas, offers special challenges to researchers. More research is needed that looks at residents’ social ties and uses mixed‐methods approaches. Ethnographic data, in particular, would enhance the validity of the quantitative data that now dominate studies of neighborhood effects. Adding substantially to what we know about the processes or mechanisms—the “how” of neighborhood effects—mixed‐methods approaches would also make research much more useful to policy makers and program managers.     

Liberalism and religion: the plural grounds of separation

ABSTRACT

In what sense, and to what extent, should a liberal state be secular? Many interpret liberal-egalitarian political theory as dictating a radical separation between church and state. Against this view, Cécile Laborde has powerfully argued that, in fact, liberal-egalitarianism is not committed to strict separation as such. Laborde understands the liberal-egalitarian commitment to separation as ultimately grounded on a principle of neutrality. However, she argues that the conception of neutrality to which liberal egalitarians are committed is much more ‘restricted’ than it is often thought. If a commitment to separation is derivative from a commitment to neutrality, then, if neutrality is restricted, secularism is minimal. This means that not all forms of religious establishment should be regarded as impermissible from a liberal-egalitarian perspective. Contra Laborde, I argue that restricted neutrality should not be understood as the only ground of separation. Separation has plural grounds. Forms of religious recognition that do not violate any of the requirements of restricted neutrality may still be regarded as impermissible from a liberal-egalitarian perspective, if they (1) violate a basic commitment to fairness, (2) treat citizens in a patronizing way and/or (3) violate, in their justification, a requirement of sincerity, as grounded on reciprocity.     

The Roles of Local Government Managers in Theory and Practice: A Centennial Perspective

The standard narrative to explain the evolution of roles filled by city managers suggests that managers originally served as administrative technicians who carried out the policy directives of city councils, but, over time, they became more involved in policy advice and community leadership. This article documents enduring involvement in policy and the recent expansion of community leadership, analyzing definitions of the manager's roles offered by practitioners and scholars since the beginning of the city manager profession 100 years ago. In addition, measurements of the manager's role performance at various points in time are examined, along with trends in the preparation of managers and the context in which they work. Ignoring the evidence that the policy role is integral to professional management can lead to unfounded questions about the legitimacy of city and county managers and impairs our understanding of the council‐manager form of government and political–administrative relations.     

Raíces Del Sur: Cultivating Ecofeminist Visions in Urban New Jersey

ABSTRACT

Significant research has been devoted to analyzing community gardens, including their benefits and problems. This article contributes to debates about community gardens by using concepts from feminist geography and food justice research to reflect upon the challenges and possibilities of community gardening in small, peripheral cities with large immigrant populations. We argue that these concepts provide a useful framework to enact ecofeminist visions through community gardens, especially in places dominated by immigrant populations that are particularly marginalized in the present political era. Our case study garden, Raíces Del Sur, was located in the City of Passaic, a low-income, post-industrial urban center surrounded by suburbs in Passaic County, New Jersey. As activists involved in the making of the Raíces Del Sur community garden to different degrees, and as researchers committed to an ecofeminist vision, we draw attention to the need for greater ecofeminist engagement with community gardening initiatives in cities throughout New Jersey.